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Angel Customers & Demon Customers: Discover Which is Which, and Turbo-Charge You |
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Angel Customers & Demon Customers: Discover Which is Which, and Turbo-Charge You |
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基本信息·出版社：Portfolio Hardcover
·页码：256 页
·出版日期：2003年06月
·ISBN：1591840074
·International Standard Book Number：1591840074
·条形码：9781591840077
·EAN：9781591840077
·装帧：精装
·正文语种：英语
内容简介 在线阅读本书
How businesses can thrive by learning which customers are creating the most profit-and which are losing them money.
One of the oldest myths in business is that every customer is a valuable customer. Even in the age of high-tech data collection, many businesses don't realize that some of their customers are deeply unprofitable, and that simply doing business with them is costing them money. In many places, it's typical that the top 20 percent of customers are generating almost all the profit while the bottom 20 percent are actually destroying value. Managers are missing tremendous opportunities if they are not aware which of their customers are truly profitable and which are not.
According to Larry Selden and Geoff Colvin, there is a way to fix this problem: manage your business not as a collection of products and services but as a customer portfolio. Selden and Colvin show readers how to analyze customer data to understand how you can get the most out of your most critical customer segments. The authors reveal how some companies (such as Best Buy and Fidelity Investments) have already moved in this direction, and what customer-centric strategies are likely to become widespread in the coming years.
For corporate leaders, middle managers, or small business owners, this book offers a breakthrough plan to delight their best customers and drive shareowner value.
作者简介 Larry Selden is a professor of finance and economics at Columbia University Graduate School of Business as well as a prominent business consultant.
Geoffrey Colvin, the editorial director of
Fortune magazine, is the host of the PBS series
Wall Street Week with Fortune.
专业书评 From Publishers WeeklyConventional wisdom holds that the customer is always king (or queen), but not all customers are created equal, write authors Selden (a consultant) and Colvin (a Fortune editor-at-large); in fact, some may be hurting your business (e.g., people who phone customer service lines thousands of times in a single year). So, they argue, it's smart strategy to figure out which customers are most valuable to you, and to lavish your attentions on them. The authors point out a number of companies that are reorganizing how they operate, like Best Buy and Toronto-based Royal Bank. The tone is exceedingly businesslike; sans colorful narratives or rhetorical flourishes, the authors march stiffly through the points they want to make. It's unclear sometimes how behavior should be altered by this philosophy: should you, for example, refuse to do business altogether with unprofitable customers? But the book's central thesis manages that rare mix of being both surprising and eminently reasonable.
Copyright 2003 Reed Business Information, Inc.
目录 Acknowledgmentsvii
Chapter 1
The Trillion-Dollar Opportunity You?re Missing1
What It Means?and What It?s Worth?to Be Truly Customer Centered
Chapter 2
Will This Customer Sink Your Stock?34
Understanding How Your Average Customer Creates or Destroys Shareowner Value
Chapter 3
The Astonishing Truth About Customer Profitability45
The Surprising Things You Discover When You Learn How to ?Deaverage? It
Chapter 4
Managing Customer Profitability the Right Way60
What Your Real Goal Is and a Practical Scorecard to Track Progress
Chapter 5
Organizing Around Customers91
Why Do It and Why More Companies Don?t Do It
Chapter 6
The Right Way to Segment Customers118
Reconceiving Your Company as a Customer Portfolio
Chapter 7
Knowing and Winning Customers139
The Beginning of Value Proposition Management
Chapter 8
Driving It to the Ledger163
Making Value Proposition Management Pay
Chapter 9
Becoming Truly Customer Centered177
The Nuts and Bolts of Making It Happen in Your Organization
Chapter 10
A Better Way to Do M&A199
How to Stop Takeovers from Making Shareowners Poorer
Chapter 11
Your Action Plan220
What to Do on Monday Morning
Notes231
Index237
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文摘 The Trillion-Dollar Opportunity You?re Missing What It Means?and What It?s Worth?to Be Truly Customer Centered True Story A customer of a major money-center bank wanted a mortgage recently. He looked like every bank?s dream customer. He?s a highly active trader through the bank?s stock brokerage services, paying huge commissions, which are extremely profitable for the bank. He also keeps lots of money in the bank, and those large balances are very profitable as well. One thing he didn?t do was borrow much from the bank?his current mortgage was with another institution. Note: Mortgages can be highly profitable for banks. So when the day came that this customer wanted to refinance his old mortgage, he called the bank?s mortgage department. He was sure they?d be delighted to hear from such a terrific customer as him.
It was as if he had called the Bank of Outer Mongolia.
The mortgage department had no idea whether he was a good customer or a bad one? highly profitable or break-even or unprofitable. They gave him the same treatment and made him the same offer as if he were a stranger who had walked in off the street. He would have to fill out endless paperwork, even though the bank already had much of it. He would have to pay the same fees and interest rates as anyone else. When would the bank make a firm offer of the terms of the mortgage? They couldn?t really say. In fact, the mortgage department?being ignorant of the customer?s history with the bank? couldn?t even offer him assurances that he?d get the mortgage at all.
Instead of just being miffed, this customer called the manager of the branch where he has his account?a manager who knew just how valuable this guy was. Then he patched in a manager from the bank?s mortgage department. These two managers had never spoken to each other before. Didn?t it make sense, asked the customer, for him to get his mortgage and get it at advantageous rates in light of his long history and high profita
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